Crowdsourcing for Industrial Problems

Abstract

Abstract. The generalized use of the Internet and social network platforms has changed the way human beings establish relations, collaborate and share resources. In this context, crowdsourcing (or crowd computing) is becoming a common solution to provide answers to complex problems by automatically coordinating the potential of machines and human beings working together. Several challenges still separate crowdsourcing from its generalized acceptance by industry. For instance, the quality delivered by the workers in the crowd is crucial and depends on different aspects such as their skills, experience, commitment, etc. Trusting the individuals in a social network and their capacity to carry out the different tasks assigned to them becomes essential in speeding up the adoption of this new technology in industrial environments. Capacity to deliver on time, cost or confidentiality are just some other possible obstacles to be removed. In this paper, we discuss some of these issues, provide solutions to improve the quality in systems based on the use of crowdsourcing and present a real industrial problem where we use the crowd to leverage the work capacity of geographically distributed human beings.

Definitive guidelines toward effective mobile devices crowdtesting methodology

“…The questionnaire involved 15 questions, split into seven sections. These sections covered the three main challenges that must be considered when developing crowdtesting methodology trustworthiness, motivation and job evaluation (Muntés-Mulero et al, 2012;Sánchez-Charles et al, 2014). Figure 2 shows the whole structure of the questionnaire, including the six sections and questions within each section.…”

A Process Model for Establishing Business Process Crowdsourcing

“…In fact, they do. The needs for external agents to solve organisational problems have been clearly presented in both outsourcing (Dibbern et al 2004) and crowdsourcing literature (Muntés-Mulero et al 2013). By adopting crowdsourcing, organisations may get benefits similar to outsourcing, such as cost savings and access to outside capabilities (Rouse 2010;Saxton et al 2013), or even more, such as customer involvement and flexible, on-demand labour.…”

“…Previously, organisations used crowdsourcing mainly for simple one-off tasks (Zhao and Zhu 2014). Recently, they have started to adopt crowdsourcing for more complex organisational processes, such as product development and industrial processes (Djelassi and Decoopman 2013;Muntés-Mulero et al 2013). This leads to the need for clear conceptualisation of business process crowdsourcing.…”

“…Similarly, Lüttgens et al (2014) have recently emphasised the need to build a dedicated process for crowdsourcing. The need of BPC can also be implied from the fact that organisations have utilised crowdsourcing for some of their core, complex processes (Djelassi and Decoopman 2013;Muntés-Mulero et al 2013), which should be necessarily linked with other internal business processes.…”

Factors Influencing Decisions about Crowdsourcing in the Public Sector: A Literature Review

“…What is important -not all types of crowdsourcing initiatives may be used for realising each task directed to the virtual community (Burger-Helmchen, Pénin, 2010). The reason for this state of affairs is the fact that the members of the virtual community are anonymous -the issues of the crowd's involvement, confidential data protection, intellectual property, or privacy and data security appear here (Muntés-Mulero, 2013). It is suggested in the literature that in order to increase intellectual security, larger tasks may be divided into smaller ones (Feller, 2012).…”